In a recent issue of the bar Bulletin,
Cliff Collins focused on planning for disasters that
disrupt the operations of law firms ("Keeping
the Ship Afloat"). His article emphasized the
impact of disasters on the physical aspects of operating
the firm, from computers to office space to records
retention. It is easy to assume these sorts of things
will happen to some other firm, in some other city.
Even though Gard & Gerber is not a law firm, the
article applies to any professional services organization,
and we learned from it.

The article also made me think about
another aspect of natural disasters as well as legal
and business crises: the quality and process of decision-making
and how this crucial function can be dramatically affected
by crisis.

I am often engaged to assist in crisis
communications or in what has become known in our field
as litigation public relations. Early in my career,
I thought it was sufficient to manage the media in
a crisis. Now I know that it is equally important to
support — to manage — the client
as well.

For example, when a business person is
accused publicly of a white-collar crime or an ethical
indiscretion, it’s a crisis that can ruin a career
or a family. He or she may be the only person experiencing
this disaster but it is one nonetheless.

In these situations, it is easy to become
emotional, whether one shows it or not. Often in a
corporate setting, the very people who have worked
hard to build a reputation find that same reputation
at risk because of the threat of bad publicity. The
day after a critical news story, it is common to "feel" as
if everyone in the coffee shop recognizes you and is
talking about the story as you stand in line waiting.

These same people are often good decision-makers;
they are used to making decisions and not used to having
them questioned. But decisions driven in part by emotions,
usually suppressed or controlled but now strangely
assertive, need to be questioned. This is one more
reason why it is so important to have legal counsel
and, with regard to communications and the media, public
relations counsel. These experts are once removed from
the crisis; they have "distance" — the
objectivity that is central to good decision-making.

I am a fan of the "rule of three," which,
as near as I can tell, applies to all things. In any
event, here are three rules I apply in these situations:

John Wooden, the remarkable UCLA coach,
said, "Don’t hurry, but be quick." Often,
the right thing to do initially is to slow down the
decision-making, to pause and assess the situation
if only for a few minutes. In a highly emotional setting,
a bias for action can also be bias for mistakes.

In 1830, Judge Samuel Putnum counseled, "Act
with prudence, discretion, intelligence and regard
for the safety of capital as well as income." This
applies to media relations as well as to investing.
The instinct is to win. Sometimes the better goal is
simply not to lose. An intact personal or corporate
reputation can fight another day.

Fittingly for this article, the concept
of justice is a paramount feeling in a media crisis.
The center of attention almost always feels that an
injustice is being carried out against them and that
a successful outcome involves a hoped-for equality
of suffering, an eye for an eye. But revenge, no matter
how restrained, is almost always better saved for later.

In our culture, it is frowned upon to
admit the effect of emotion on one’s ability
to function. But it can happen to anyone. Lisa Nowak,
the astronaut recently embroiled in a personal crisis,
is skilled beyond the imagination of most of us and
has traveled beyond the imagination of most of us.
Nevertheless, she shares with all of us the capacity
to behave irrationally.

Just as we need to ensure the backup
of computer records, so we need to ensure the emotional
backup of employees and clients in a disaster or crisis.

ABOUT THE AUTHORBrian Gard is president of Gard & Gerber,
an advertising, public relations and public affairs
firm in Portland. He also serves as chair of the board
of the Oregon Business Association and has participated
in two CLE seminars.